Organizational Transition Research Articles

The Role of Certified Community Behavioral Health Centers in Improving Access to Peer-Supported Services.

Peer support workers (PSW) improve outcomes for people with behavioral health needs, but integrating PSWs into routine behavioral healthcare has been challenging. Certified Community Health Centers (CCBHC), a new comprehensive care model, provides new opportunities to increase access to PSWs. The present study examines whether PSW utilization changed following one organization's transition to a CCBHC. Administrative data from a large behavioral health organization was used to examine changes in peer delivered services before and after CCBHC implementation. Chi-square analyses examined changes in the number of visits delivered by peers. Logistic regression examined differences in the likelihood of accessing PSW services during pre and post timepoints. Following CCHC implementation, the overall number of PSW visits delivered within substance use and transition age youth programs increased. In contrast, the number of PSW visits in community-based intensive case management program decreased. Clients with opioid use disorders were more likely to have accessed PSW services following CCBHC implementation. Results reflect that CCBHC designation generally increased the number of PSW visits within this organization; however, changes in peer service utilization were primarily concentrated among individuals with opioid use disorders and within substance use and transitional aged youth programs. This study provides novel insight into how PSWers are being integrated into the CCBHC model.

Understanding Distributed Leadership and Insights for Chinese Educational Institutions in the Context of Digital Transformation: A Literature Review

When education across all levels, is no exception for meeting the needs of industry 4.0 and the new demand of the digital economy and society, distributed leadership is an effective reform strategy for organization's transition to digital transformation. 174 articles related to distributed leadership were selected from eight core-international journals in the field of educational leadership and management with an average h-index of 45, and 64 articles with the keywords of distributed leadership published in the CSSCI and core journals were found. The 248 articles in total were reviewed for analysis with three aspects (research themes and theories; research methodology and analytical methods; discovery and revelation) which were synthesized from the systematic conceptual framework of literature review by Hallinger (2013,2014), the research conclusion frameworks by Bennett et al. (2003) and Tian et al. (2016). The literature review was conducted on four aspects (who, why, what and how) for knowing which most scholars are concerned and for informing educational institutions with insights on distributed leadership for future development.

Understanding Distributed Leadership and Insights for Chinese Educational Institutions in the Context of Digital Transformation: A Literature Review

When education across all levels, is no exception for meeting the needs of industry 4.0 and the new demand of the digital economy and society, distributed leadership is an effective reform strategy for organization's transition to digital transformation. 174 articles related to distributed leadership were selected from eight core-international journals in the field of educational leadership and management with an average h-index of 45, and 64 articles with the keywords of distributed leadership published in the CSSCI and core journals were found. The 248 articles in total were reviewed for analysis with three aspects (research themes and theories; research methodology and analytical methods; discovery and revelation) which were synthesized from the systematic conceptual framework of literature review by Hallinger (2013,2014), the research conclusion frameworks by Bennett et al. (2003) and Tian et al. (2016). The literature review was conducted on four aspects (who, why, what and how) for knowing which most scholars are concerned and for informing educational institutions with insights on distributed leadership for future development.

АНАЛИЗ РИСКОВ МЕТАЛЛУРГИЧЕСКОЙ КОМПАНИИ ПОЛНОГО ЦИКЛА ПРИ ПЕРЕХОДЕ НА ПРИНЦИПЫ УСТОЙЧИВОГО РАЗВИТИЯ (ESG) НА ПРИМЕРЕ ПАО «НЛМК»

The article analyzes and comparatively assesses the risks of full-cycle metallurgical compa-nies on the example of PJSC Novolipetsk Metallurgical Combine (PJSC NLMK) that arise during the transition of organizations in this industry to the principles of sustainable development. As a result of a comparative assessment of the analyzed risks, the dominant ones are determined by the degree of significance (danger) for the company. In the process of the organization's transition to ESG (environmental, social, governance) standards, it is recommended to manage these dominant risks as a priority.

ВІЙСЬКОВА ДІЯЛЬНІСТЬ ОУН (1929-1941 рр.)

The article is devoted to the coverage of the military activities of the OUN, which covers the period from its creation, the interwar period and the stage of the organization's transition to anti-German positions. In the article which based on published sources the evolution of the views of the leadership of the OUN in the formation of its own armed forces, the training of broad sections of the population to fulfill military obligations, the military training of personnel are investigated. The theoretical positions of the OUN which were worked out are analyzed.

How companies reduce the downside of downsizing

Workforce reductions are sometimes inevitable, but the accompanying pain is not. Careful planning by senior leaders and attentive implementation by managers, with a focus on all the groups affected by the action, can speed individuals' and the organization's transition to the future state. The author discusses the negative ramifications of downsizing, the three core groups of employees most affected, and the types of resistance to change that prolong their emotional pain and pose barriers to moving forward. She also presents a change management plan for minimizing the pain and details the communication, learning, and rewards and reinforcement elements important for effectively managing downsizing. © 2009 Wiley Periodicals, Inc.

How companies reduce the downside of downsizing

AbstractWorkforce reductions are sometimes inevitable, but the accompanying pain is not. Careful planning by senior leaders and attentive implementation by managers, with a focus on all the groups affected by the action, can speed individuals' and the organization's transition to the future state. The author discusses the negative ramifications of downsizing, the three core groups of employees most affected, and the types of resistance to change that prolong their emotional pain and pose barriers to moving forward. She also presents a change management plan for minimizing the pain and details the communication, learning, and rewards and reinforcement elements important for effectively managing downsizing. © 2009 Wiley Periodicals, Inc.

Preparing for organizational death: Proactive HR engagement in an organizational transition

AbstractThis article describes an HR team's call to action in managing an organization's transition from healthy, vibrant, and financially successful workplace to its death after being acquired. The HR team countered conventional practice in two key ways. First, despite being from the seller's side, it acted unusually early in the company's acquisition and operated proactively throughout the integration process. This constructive approach stemmed from the self‐confidence developed in the HR function over years of process improvement and culture change. Second, the HR professionals were motivated (rather than threatened) by the high stakes involved in this organizational transition. Their company—with its industry‐leading business results and a loyal, long‐tenured workforce—was slated to be closed, dismantled, and auctioned off in pieces to other firms. The HR team's mission was to help people deal with the death of their current employer and prepare for life afterward while maintaining a focus on business results. This article shows how HR helped senior leadership handle the challenge of retaining the talent needed to meet customer commitments and keep the business running while also readying people for an uncertain future with many eventual layoffs. © 2008 Wiley Periodicals, Inc.

Organization's transition year sets stage for an expanded agenda

Organization's transition year sets stage for an expanded agenda

Can a board establish ends policies without identifying its owners first?

Board LeadershipVolume 1999, Issue 41 p. 4-6 Carver on the Case Can a board establish ends policies without identifying its owners first? First published: 16 January 2007 https://doi.org/10.1002/bl.38619994102AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract BOARD LEADERSHIP recently talked with Matt Madonna, president of the Southwest Division of the American Cancer Society, about the organization's transition to Policy Governance. Volume1999, Issue41January/February 1999Pages 4-6 RelatedInformation

Uncertainty amidst change: The impact of privatization on employee job satisfaction and well‐being

A longitudinal study of the impact of privatization and reorganization was carried out on 397 employees of a regional water authority in Great Britain. The employees were surveyed over three stages during the organization's transition from a public to a private company. Dependent variables included measures of job satisfaction, and mental and physical health; independent variables included measures of perceived uncertainty, locus of control, Type A behaviour and trait neuroticism. The sample was broken down into three broad categories of employees: staff and administrative grades; management; and manual workers. The results supported a number of the original hypotheses. First, significant differences between the three occupational levels were observed over all three stages of the survey on measures of job satisfaction; second, that systematic variation in the scores on these measures occurred over the periods of transition within the organization, this hypothesis was partially supported by the finding that significant within‐subject variance was observed in job satisfaction both during the eight‐month period which encompassed privatization and also in the second period of 12 months during which reorganization took place. This was characterized by a decline in job satisfaction in the period during which privatization took place and an upturn in the period prior to and following the reorganization. Furthermore significant variation in self‐reported physical health symptoms was observed for the period prior to and following the privatization. Finally, employees' locus of control and their perceptions of uncertainty were shown to partially account for the degree of variation in measures over this period.

Pneumonia Mortality Reduction and Quality Improvement in a Community Hospital

Rather than explain adverse results on the basis of flawed data, a physician-directed quality improvement program was initiated to improve the delivery of care to patients admitted to Forbes Health System (Monroeville, Penn) with community-acquired pneumonia. Following the introduction of standardized physician orders and modification and elimination of inefficient processes of care, the mortality rate for this infection decreased from 10.2% to 6.8%. This initial exposure to the quality improvement process led to the participation of the medical staff in other related clinical and support service initiatives. In addition, Forbes and its clinical partners are now better positioned to respond to increasing government, managed care, and consumer inquiries relating to cost and quality outcomes. Finally, this positive experience facilitated the organization's transition from inspection-based quality assessment to quality improvement activities, which should assist in efforts to meet or exceed new accreditation standards.

Strategic Considerations for Planning Major Transitions

ABSTRACTEffectively planning an organization's transition through a major change, such as from an R&D environment to one of operations, involves many considerations. During a 6-year period, a research team at the University of Houston was charged with finding ways and means of aiding the National Space Transportation System (NSTS) in becoming more operational in nature. While the underlying research effort was geared for the space shuttle program, the conclusions can be applied to any organization undergoing significant changes. This article outlines important points and key areas that an organization should consider as it plans and implements a transition program. The basis for this article includes interviews with top managers of technical companies, results of a questionnaire on transition management sent to numerous Fortune 500 companies, and the literature on the management of change. Throughout the article, a suggested strategy of the proposed movement of NSTS will be referred to as an example of an...

MAKING HRD A FORCE IN STRATEGIC ORGANISATIONAL CHANGE

What is the role of the effective human resource development (HRD) organisation in strategic business change. Best practices have emerged which suggest a six‐step approach: (1) a focused strategic approach: identify the key initiatives to which the organisation is committed and build the HRD programmes around them; (2) involvement of top management: grow from the vision and commitment of the chief executive officer; (3) refocus course content: “softer” business skills are essential for significant strategic change; (4) develop impactful learning methods: action learning is a valuable tool for organisations in transition; (5) focused participation: employees participate who can provide the greatest leverage; and (6) empowered participants: provide a learning atmosphere to lead the change. The six‐steps will help the HRD professional become a force in strategic transformation.

Strategic Change: The Search for New Equilibria

A case study of an organisation in transition is examined. It describes a Canadian regional airline which is facing major environmental changes and challenges, and attempts to make the required organisational adjustments. The dynamics of strategic change at that company are then related to the available literature. Of particular interest are the stakeholder model and the literature on organisational learning.

Implementing computer-aided design: the transition of nonusers

Prior research on the social impacts of computer-aided design (CAD) has treated nonusers, those still using manual methods, as control groups to which users are compared. The assumption is that nonusers' worklives are essentially unchanged by the implementation of CAD. It is argued that nonusers can also be affected by their organization's transition to CAD. It is hypothesized that CAD has primarily job-enhancing effects for the work lives of designers selected to use CAD and primarily negative effects for the work lives of nonusers, who might fear their manual skills would soon be obsolete. Data were collected in two large manufacturing firms through a survey of 74 CAD users and 30 nonusers and through a smaller number of interviews at each site. The results indicate that, compared with CAD users, nonusers were significantly older and spent more time on support and maintenance of old designs and relatively little time on conceptual design work and new design projects.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>